tomjonez's bloghttp://plumblinemanagement.com/blogs/tomjonez
enCourage to Lead - 3 Key Aspects of Leadership (Part 5)http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-5
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez%20Millennials%20Plumbline%20Media%20Group.jpg" width="752" height="502" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>In previous weeks, I have explored three primary responsibilities of leadership that we keep in mind when establishing a leadership setting to which the emerging millennial generation will respond (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership">read introduction here</a>).</p>
<p>To provide a focus, I narrowed the scope of what is required of leaders to best serve those they lead – including millennial team-members, as proposed by my friend and world-class leader Mike. </p>
<p>Though this approach clearly ran the inherent risk of oversimplification, my objective was to aim the conversation at addressing specific “needs” in leading millennials. This week summarizes that series and allows for a look-back where a review could be helpful.</p>
<p>With that perspective, I have addressed fulfilling the following 3 leadership mandates:</p>
<p style="margin-left:.5in;"><strong>To Lead</strong> - <a href="You%20can%20review%20this%20topic%20by%20clicking%20here.">You can review this topic by clicking here.</a></p>
<p style="margin-left:.5in;"><strong>To Provide</strong> - <a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-3">You can review this topic by clicking here.</a></p>
<p style="margin-left:.5in;"><strong>To Protect</strong> - <a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-4">You can review this topic by clicking here.</a></p>
<p>I understand that simplifying the requirements of leadership to the above three elements may be a minimalist approach. On the other hand, it is my hope that this will serve as a starting point as those of us who are privileged to lead millennials continue to understand our roles in this context.</p>
<p>Your input, as ever, is welcome! Click below to comment...</p>
<p>Photo Credit: Ian Schneider</p>
</div></div></div>Mon, 07 Aug 2017 21:14:23 +0000tomjonez317 at http://plumblinemanagement.comCourage to Lead - 3 Key Aspects of Leadership (Part 4)http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-4
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez%20Plumbline%20Media%20Group%20Leadership.jpg" width="908" height="681" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>This week continues with Part 3 in a brief exploration of what leaders can do to lead millennials in the context of also leading the entire team (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership">click to read</a>). So far we have looked at the first and second of the three core requirements in fulfilling our responsibility to those under our authority: to lead (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-2">click to read</a>) and to provide (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-3">click to read</a>).</p>
<p>This week we briefly explore the third core leadership function: to protect.</p>
<p>When dealing with millennials, there are several areas where leaders can help shepherd them into effective work-related functions while protecting them in the process:</p>
<p class="rteindent1"><strong>Protection from unrealistic expectations.</strong> Much has been written about the generation where everyone “wins” by the universal granting of “participation trophies” to each person on a youth sports team. Of course, life is not like that. There are winners and there are losers. The wise leader will protect the millennial worker by providing a realistic depiction of the work environment for every new millennial team member.</p>
<p class="rteindent1"><strong>Protection from unclear performance standards.</strong> The leader will also be wise to outline the consequences for achieving – or failing to achieve – the requisite benchmarks tied to job expectations. Without such clarity, millennials may falsely anticipate that they will be rewarded for simply “trying.” While effort may indeed be acknowledged, results matter in business settings that include data and performance requirements. And, try or not, rewards and consequences are meted out correspondingly.</p>
<p class="rteindent1"><strong>Protection from Deception.</strong> Millennials have been raised in a media-intense environment where skilled actors portray roles on television, videos, and in cinema that are carefully scripted and expertly captured on screen by highly skilled production companies. Yet these portrayals are not real. Rather, these created stories are for the most part fabrications designed specifically to entertain. As a result, many millennials entering the workforce can easily be misled because of what they see or “read on the internet” (<em>it must be true!</em>). They are not as prone to <u>thoroughly</u> <u>confirm </u>data in order to elicit <u>factual </u>conclusions. The outcome is a generation that is light on the ability to discern truth from error and where the unguided compassion of some (if not many) can lead people to experience unnecessary difficulty in both their personal and professional lives. From my chair, this is a serious issue - and one that could pose somber consequences for our society.</p>
<p>Space does not allow for further expanded exploration of the leadership responsibility “to protect.” That said, the above starting points may help the reader to ponder it further, to the benefit of those being led.</p>
<p>This much is certain: <em>protecting</em> millennial workers – largely from themselves – will require the most valuable asset possessed by senior management. Namely, the Courage to Lead.</p>
<p> </p>
<p>Photo Credit: Caleb George</p>
</div></div></div>Mon, 31 Jul 2017 23:05:09 +0000tomjonez316 at http://plumblinemanagement.comCourage to Lead - 3 Key Aspects of Leadership (Part 3)http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-3
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez%20Plumbline%20Management%20Leadership%20Millennials.jpg" width="864" height="576" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p><span style="color:#8b4513;"><em>Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others. — Jack Welch</em></span></p>
<p>This week continues the exploration regarding what leaders can do, at a minimum, to lead millennials in the context of also leading the entire team (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership">click to read</a>). Last week we looked at the first of the three core requirements in fulfilling our responsibility to those under our authority: to lead (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-2">click to read</a>). </p>
<p>This week I will explore the second core requirement: to provide.</p>
<p>As discussed previously, a chief requirement of leadership is to provide the tools, training, and resources for those who are being led – specifically, the tools necessary to complete their tasks and fulfill their role(s). Millennials express a particularly acute requirement in this regard. And, in delineating their needs, may include some items that are<em> atypical</em> when viewed through the lens of any preceding generation of workers.</p>
<p>Therefore, it will be incumbent on leadership to first <em>listen</em> to millennial team members to ascertain their “felt” needs. In doing so, the mere act of expressing concern and/or interest will open the door to understand what can be negotiated and what is truly “essential” in the mind of these workers.</p>
<p>While some may articulate that such an approach boils down to dealing with those who are simply “spoiled,” a more generous perspective may be to recognize that millennials often hold a different set of life-priorities. As discussed in a previous blog (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-2">read here</a>), millennials have watched their parent’s generation work long, hard, and demanding hours, move multiple times in pursuit of career advancement, and in so doing, neglect priorities of family and longer-term relationships.</p>
<p>The result? There has been an actual values-shift to their priorities that is considered by these new workers as “worth more” than blind career pursuits.</p>
<p>With these factors in hand, the leader who has a team that includes millennial workers may benefit from rethinking and redesigning the work setting to provide for this newer set of “needs.” Striking a balance will be important.</p>
<p>The goal here is not to pander to demands. Rather, the objective is to recognize that some (not all) of the needs expressed by millennials are very real to them – actually, <em>very</em> real. Determining which needs are – and which are not – will allow the wise leader to know what to provide. </p>
<p>And as ever, doing so will take the courage to lead.</p>
</div></div></div>Wed, 19 Jul 2017 02:20:24 +0000tomjonez315 at http://plumblinemanagement.comCourage to Lead - 3 Key Aspects of Leadership (Part 2)http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership-part-2
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez%20Plumbline%20Management.jpg" width="829" height="553" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p><a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership">Last week</a> I began to explore what every leader can do, at a minimum, to lead millennials in the context of also leading the entire team (<a href="http://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership">click to read</a>). As a practical matter, I began by simplifying the essential role of leadership into three core requirements in fulfilling our responsibility to those under our authority: to lead, to provide, and to protect.</p>
<p>This week I will look a bit more closely at how millennials regard the first element – to lead.</p>
<p>Another way to say, “to lead” is that it is our responsibility to <em><u>provide</u></em> <em><u>direction</u></em>. Yes, much has been written elsewhere about the “need” millennials express to maintain a sense of independence. Though this factor cannot be set aside, the reality is that with this generation, as with all others, it is essential to provide a clear sense of direction. The millennials amongst us want to know where they are headed, they want clarity regarding the essential mission we are pursuing.</p>
<p>When the direction or mission is clear, the millennial worker will <em>then independently</em> decide whether they are on board with it (and with the leader) - or not. This is one of the primary reasons that as leaders we must be clear with our course of action. In a vague or muddled directional environment, millennials will be less engaged, and more easily distracted. Is this not the case with most – if not all people – of <em>any</em> age? </p>
<p>To the point, millennials are different in that they simply won’t <em>pretend </em>they are engaged. They will let us know without the varnished socialization more typical of older generations.</p>
<p>Therefore, as leaders we must <u><em>lead</em></u>. We must provide clarity in direction and mission. Doing so will allow millennials to decide to get fully engaged. Or leave the team. With this generation, it will be one or the other.</p>
<p>Next time we will look at the second of the three leadership essentials – to provide – and how it relates to leading millennials. Stay tuned…</p>
</div></div></div>Tue, 11 Jul 2017 20:18:16 +0000tomjonez314 at http://plumblinemanagement.comCourage to Lead - 3 Key Aspects of Leadershiphttp://plumblinemanagement.com/blog/courage-lead-3-key-aspects-leadership
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez%20Plumbline%20Media%20group%20Plumbline%20Management.jpg" width="1152" height="768" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>In previous weeks, I have explored several characteristics that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond (<a href="http://plumblinemanagement.com/blog/leading-whole-team-including-millennials">click here to read</a>). Over the next few weeks I will look at what every leader can do, at a minimum, to lead the entire team while incorporating the specific insights listed above regarding leadership of millennials.</p>
<p>As a starting point, it will be helpful to narrow the focus of what is required of leaders to best serve those they lead – including millennial team-members. Though it runs the inherent risk of oversimplification, my friend and world-class leader Mike has proposed that the essential requirements of leadership include the following three characteristics:</p>
<p class="rteindent1"><strong>Lead.</strong> <em>A “passive leader” is an oxymoron. Leadership is not passive, by any definition. Therefore, when in a role of leadership, one must initiate action, Priority one is to … that’s right, lead.</em></p>
<p class="rteindent1"><strong>Provide.</strong> <em>Another requirement of leadership is to provide the tools, training, and resources to those who are being led needed to complete their tasks and fill their role(s). This does not mean that the leader should provide the totality of the team’s needs; rather, it refers to those elements that are needed to be able to fulfill the role and accomplish the goal(s) </em><u>assigned</u><em> to each team member </em><u>by the leader</u><em>.</em></p>
<p class="rteindent1"><strong>Protect.</strong> <em>It is also incumbent on the leader to protect the team members from anything that would interfere with or otherwise inhibit the team’s ability to accomplish their tasks or achieve their goals. Protection in this sense is not intended to be absolute. Even so it can include freedom from distractions, physical safety, forestalling confusion related to direction or goal alignment - and so forth.</em></p>
<p>I understand that simplifying the requirements of leadership to the above three elements may be a minimalist approach. </p>
<p>Yet by concentrating on these aspects of leadership I will look at each of them individually over the next few weeks and explore how they may apply to the leadership of our amazing emerging millennial workforce.</p>
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<span>Photo by <a href="http://unsplash.com/photos/9aaxzsQAoaQ?utm_source=unsplash&amp;utm_medium=referral&amp;utm_content=creditCopyText">Andrew Worley</a> on Unsplash</span></div>
</div>
<p> </p>
</div></div></div>Wed, 05 Jul 2017 17:38:19 +0000tomjonez313 at http://plumblinemanagement.comLeading the Whole Team - Including Millennialshttp://plumblinemanagement.com/blog/leading-whole-team-including-millennials
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/leading%20Millennials%20-%20Tom%20Jonez%20Plumbline%20Media.jpg" width="600" height="400" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>In the previous series, I explored several characteristics that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. The following, as a reminder, is a list of those observations with corresponding links to each topic:</p>
<ul><li>
A clear and meaningful purpose – <em>and</em> money (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-part-1">click to read</a>)</li>
<li>
The requirement for work and life <em>balance</em> (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-2">click to read</a>)</li>
<li>
An opportunity for <em>mentoring</em> relationships (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-3">click to read</a>)</li>
<li>
A <em>clear path</em> for career advancement (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-4">click to read</a>)</li>
<li>
The desire for corporate <em>transparency</em> (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-5">click to read</a>)</li>
</ul><p>As I pointed out previously, millennials comprise the 54 million adult Americans aged between 18 and 34 in 2015. They currently make up more than one third of the American workforce, which is therefore the largest generation at work.</p>
<p>Over the next few weeks I will look at what every leader can do, at a minimum, to lead the entire team while <em>incorporating</em> the specific insights listed above regarding leadership of millennials.</p>
<p>Stay tuned…</p>
</div></div></div>Wed, 28 Jun 2017 17:30:04 +0000tomjonez312 at http://plumblinemanagement.comThe Courage to Lead: Leading Millennials – A Summary and Conclusionhttp://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-summary-and-conclusion
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez_Plumbline%20Management_Leadership_Millennial%20Careers_Plumbline%20Media%20Group.jpg" width="777" height="516" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>In an ongoing series, I have been exploring some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond. Along the way I have looked at a number of the leadership and work-place attributes considered attractive to millennials. The following is a list of these observations with corresponding links to each topic:</p>
<ul class="rteindent1"><li>
A clear and meaningful purpose – <em>and</em> money (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-part-1">click to read</a>)</li>
<li>
The requirement for work and life <em>balance</em> (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-2">click to read</a>)</li>
<li>
An opportunity for <em>mentoring</em> relationships (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-3">click to read</a>)</li>
<li>
A <em>clear path</em> for career advancement (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-4">click to read</a>)</li>
<li>
The desire for corporate <em>transparency</em> (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-5">click to read</a>)</li>
</ul><p>As I pointed out in a previous blog, millennials are the 54 million adult Americans aged between 18 and 34 in 2015. They now make up one third of the American workforce, which is the largest generation at work.</p>
<p>Although the list above is incomplete, the goal in this series was to stimulate thought and discussion regarding improving our ability to lead those who join the labor force from this talented generation.</p>
<p>Because of their adept networking and technology skill-sets, millennials have the potential to be one of the most productive generations to ever enter the workforce. Providing leadership is essential; doing so will require our awareness, understanding, and skill – and most of all – the Courage to Lead.</p>
</div></div></div>Fri, 19 May 2017 01:45:26 +0000tomjonez311 at http://plumblinemanagement.comThe Courage to Lead: Leading Millennials – Part 5http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-5
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez_Plumbline%20Management_Leadership_Leading%20Millennials_Plumbline%20Media%20Group.jpg" width="1169" height="848" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>Millennials are the 54 million adult Americans aged between 18 and 34 in 2015 and now make up one third of the American workforce, the largest generation at work. That is why for the past few weeks I have taken time to review some observations for consideration by those who lead workers in this age bracket (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-4">click here to read past articles</a>).</p>
<p>This week I am looking at the way in which millennial workers value <em>corporate transparency</em>. </p>
<p>Millennials want to have a sense that there exists an open and honest relationship between them and their manager; they want the same climate to exist with their co-workers. Knowing that the world is changing at a rapid pace (especially the world of technology), they don’t want any shocking surprises after they join the team. After they commit to the work-group, they want to know that their viewpoint is valued; it is their desire to <em>offer</em> feedback - and also to receive regular feedback.</p>
<p>What this means for those who are in leadership is that there must be congruence between what the millennial job applicant reads online about the company- and what they experience when they go to work at that company. With the internet at their fingertips, they will explore the representation – and the reports – about the company thoroughly (in a measure of detail not available to workers in previous generations). Therefore, any challenges the company or organization is facing must be disclosed to them openly and honestly during the hiring process – again, the goal is to avoid surprises – and because they <em>value</em> <em>transparency</em>.</p>
<p>Although they know that no job is perfect, millennials appreciate honesty and forthrightness up front (don’t we all). And – we can be assured - they will return the favor. That is one more reason that in relating to millennials, it takes a leader who has the Courage to Lead.</p>
</div></div></div>Fri, 19 May 2017 01:32:58 +0000tomjonez310 at http://plumblinemanagement.comThe Courage to Lead: Leading Millennials – Part 4http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-4
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez_Plumbline%20Management_Leadership_Millennials_Plumbline%20Media%20Group.jpg" width="930" height="583" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>Over the past few weeks I have taken some time to explore some of the attributes that may help leaders facing the emergence from millennial generation as they enter the workforce (<a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-3">click to read</a>). Along the trail, I have looked at several of the attributes considered attractive to millennials. Added to the list this week is the need to provide a clear path for career advancement.</p>
<p>A close friend of mine is a highly sought-after consultant to the healthcare industry. He relays a story of working with several millennials at a nationally renowned hospital. These young up-and-coming executives requested the opportunity to <em>quickly</em> advance into managerial and leadership positions. My friend, with years of experience, determined that they were not yet seasoned enough to assume these demanding roles. Even so, he realized that if they were not promoted, they would seek opportunities elsewhere.</p>
<p>My friend’s experience is not unique. Several studies and reports have reinforced the observation that a clear path for career advancement is needed to both attract and sustain millennial team members. Absent this opportunity, they will change jobs, companies, and/or locations to pursue a path of increasing opportunity for professional growth. Some observers have commented that millennials seem like fickle job-hoppers when it may simply be that they did not see a pathway for advancement at their current firm.</p>
<p>Leaders who recognize this factor are wise to set out a very clear career lane for each member of the team. Doing so will help stabilize the team and can lead to increase longevity for those who are hired from the ranks of the millennial generation.</p>
<p>Taking time to recognize and address this need may or may not take some extra time in the leader’s schedule – either way, it <em>will</em> take the Courage to Lead.</p>
</div></div></div>Fri, 19 May 2017 01:21:00 +0000tomjonez309 at http://plumblinemanagement.comThe Courage to Lead: Leading Millennials – Part 3http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-3
<div class="field field-name-field-display-image field-type-image field-label-hidden"><div class="field-items"><div class="field-item even"><img typeof="foaf:Image" src="http://plumblinemanagement.com/sites/default/files/Tom%20Jonez_%20Courage%20to%20Lead_Mentoring_Millennial%20leaders.JPG" width="1167" height="659" alt="" /></div></div></div><div class="field field-name-body field-type-text-with-summary field-label-hidden"><div class="field-items"><div class="field-item even" property="content:encoded"><p> </p>
<p>In this ongoing series to explore some of the distinctives that may be helpful in establishing a leadership setting to which the emerging millennial generation will respond, I have looked at two of the attributes considered attractive to millennials: <a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-part-1">Mission-purpose</a> and <a href="http://plumblinemanagement.com/blog/courage-lead-leading-millennials-%E2%80%93-part-2">work-life balance</a>. </p>
<p>In part one I proposed that what this generation finds attractive is the existence of a higher <em>mission</em>, a meaningful <em>purpose</em>, and/or a significant <em>cause</em> that is worth one’s person’s commitment – <em>and</em> enough money to be reasonably competitive in the marketplace. In part two I observed that the pursuit of a career <u>and</u> life-balance are valued above a workaholic life that sacrifices family relationships on the altar of attaining material comfort.</p>
<p>Yet another of the characteristics that millennials seek is the opportunity for mentoring relationships. It would only be guesswork on my part that one of the roots of this attractor is the widespread existence of splintered families and, in some cases (or many), the resulting absence of strong leadership in the nuclear family of origin for many in the millennial generation. </p>
<p>Regardless of the root cause, this generation appears to seek and welcome the coaching influence of an experienced leader. Therefore, including mentorship as a benefit in the workplace can be both attractive and motivating to these emerging workforce participants. The key takeaway is that if we want millennial workers to value the team, the leader needs to demonstrate that they value the millennial employees’ contributions - and willing to invest <em>personally</em> in their growth.</p>
<p>Doing so takes an investment of time – and the Courage to Lead.</p>
</div></div></div>Fri, 19 May 2017 00:38:29 +0000tomjonez308 at http://plumblinemanagement.com